National Level Conference on Changing Business Practices in 21st Century (11-12th November, 2011)

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%uthors# 2r4 &4+%5%6, 24&c4,("B 4,2B%4,24Phil4,P1("B4,(Ph()4, %sst4 Prof 7 +esearch scholar (Part time), (e8t of 2anagement &tu9ies, &ri /en:ates;ara "nstitute of &cience an9 echnology, ,olun9halur < =>1 20>,

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The corresponding features and variations among employees in general like age, cultural background, physical abilities and disabilities, religion, gender, qualifications, work role are simply known as workforce diversity factors. The workforce diversity is one of the important factors in organization development. According to the workforce diversity the management has to divide their work load to employers. If the organization making the correct plan in their work load alignment 5 ! of their work to be done because "ob level, type of work, location are the basic factors for a clear work place. The managers should give the respect to the diversity. They need to have clear view regarding various employees and they have to respond to the employee satisfaction. #ork force diversity provides opportunities and challenges to the organization. $ue to the work force diversity one organization can improve their decision making power, consumer services, communication skills and performance. In this %&st century work force diversity is the essential business concern. 'ocial responsibility, (conomic payback, )egal requirement, *arketing strategy, +apacity,building strategy, -usiness communication strategy, these are the important features of the changing paradigms of the workforce diversity because the general factors of the workforce not only help the progress of the business. Key words: #ork force $iversity, #ork .lace factors,

The paper propagating the workforce diversity and the changing paradigms of the workforce diversity with the reference of Chennai Port Trust

"N +!('C "!N *or:force 9iversity: The varied personal characteristics that make the workforce heterogeneous -(avi9 7 &te8hen Diversity which means the differences between the people one to another in varies aspects. This generally comprise visible characters like age, gender, ethnicity etc and invisible feature like ualification, religion! designation etc. organi"ations celebrate worker diversity to increase their profits. #n recent days most of the organi"ations have $melting-pot% approach in personnel diversity. &elting-pot means many cultures mi'ed under one roof for single identity, nothing but (ust all are following one culture. &any heterogeneous factors of workplace blended together and make has single force to get a profit is known as )orkforce diversity. *ach and every worker has their own characteristics and ideal ethnicity. +s a ,manager of an organi"ation should give respect to all these and consider every worker as an asset of the organi"ation. People are the asset of the company not a machine. )orkforce diversity help the organi"ation to make a better decisions, innovation, good success in new pro(ects, it help to get success in foreign and domestic markets and great distribution of economic opportunity. .rom the Diversity of workforce we can easily transfer the knowledge, enhances the creativity and innovation of employees. #t makes the organi"ation to fulfill the social responsibility because our nation has diverse backgrounds, customs, cultures, and beliefs. /o under the workforce diversity we can fulfill the need of our employees. #t helps to build our nation economically strong and socially enrich. Categori?ation of (iversity 2anagement Two categories of diversity management one is internal effect and another one is e'ternal effect. 0rgani"ational structural changes come under internal effect and environment of the company like customers, stakeholders, suppliers comes under e'ternal effect.

Com8onents of (iversity management Diversity of ethnicity, nationality and cultures

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 Diversity of demography 1gender, age and e'perience2 Diversity of competencies 1educational and professional backgrounds2 Diversity of organi"ational functions and processes Diversity of networks 1i.e. relationships and communications channels and3or patterns etc2 &iscellaneous diversity 1se'ual preferences, occupational disabilities, i.e. handicap or physical mobility, etc2 &ources of (iversity in the ;or:8lace

N..( !- 0"& +.&.%+C0 To utili"e the )ork .orce Diversity in positive manner To know the work responsibilities assigned by the organi"ation. /tudy helps to improve the relationship among employees. &C!P. !- 0"& +.&.%+C0

 The research throws light on the )ork .orce Diversity on changing 4usiness /cenario it helps the employees to carry out the organi"ation in good manner. To create fle'ibility in the organi"ation. To develop the work environment in innovatively

+.&.%+C0 !B5.C "/.& To improve the (ob satisfaction and organi"ational commitment among employees. To improve the work culture of the organi"ation To improve the uality of co-workers. L"2" % "!N& !- 0"& +.&.%+C0 This study is based upon small population like 556 samples with in Chennai port trust. This study is limited to Chennai port trust only. The research was concluded through uestionnaire from employees. The data may or may not be reliable. 4ecause Chennai Port Trust is one of the government organi"ation. +.&.%+C0 2. 0!(!L!1) (ata source - primary 7 secondary data +esearch a88roach 8 Descriptive research 8 survey method "nstrument use9 8 uestionnaire &am8le si?e < 556 &am8ling techni@ue < 9on 8 Probability sampling &am8ling techni@ue < Convenience sampling 2etho9s use9 to collect @uestionnaire < personal interview
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2etho9s of analysis < 5. Percentage analysis :. Chi- s uare Brief &ummary about Chennai Port rust Chennai Port, the third oldest port among the 5: ma(or ports, is an emerging hub port in the *ast Coast of #ndia. This gateway port for all cargo has completed 5:; years of glorious service to the nation<s maritime trade. &aritime trade started way back in 5=>? on the sea shore Chennai. #t was an open road -stead and e'posed sandy coast till 5;5@. The initial piers were built in 5;=5, but the storms of 5;=; and 5;A: made them inoperative. /o an artificial harbour was built and the operations were started in 5;;5.The cargo operations were carried out on the northern pier, located on the northeastern side of .ort /t. Beorge in Chennai. #n the first couple of years the port registered traffic of > lakh tones of cargo handling =66 ships. #ndia<s #ndependence saw the port gathering development, momentum. The topography of the Port changed in 5?=C when the Dawahar dock with capacity to berth = vessels to handle Dry 4ulk cargoes such as Coal, #ron ore, .ertili"er and non ha"ardous li uid cargoes was carved out on the southern side. #n tune with the international maritime developments, the port developed the 0uter ,arbour, named 4harathi Dock for handling Petroleum in 5?A: and for mechani"ed handling of #ron 0re in 5?AC. The #ron ore terminal is e uipped with &echani"ed ore handling plant, one of the three such facilities in the country, with a capacity of handling ; million tonnes. The Chennai port<s share of #ron ore e'port from #ndia is 5:E. The dedicated facility for oil led to the development of oil refinery in the hinterland. This oil terminal is capable of handling /ue"ma' vessels. #n 5?;>, the port heralded the country<s first dedicated container terminal facility commissioned by the then prime minister /mt.#ndira Bandhi on 5;th December 5?;>. The Port privati"ed this terminal and is operated by Chennai Container Terminal Private Fimited. ,aving the capability of handling fourth generation vessels, the terminal is ranked in the top 566 container ports in the world. )itnessing a phenomenal growth in container handling year after year the port is added with the /econd Container Terminal with a capacity to handle 5.@ & T*Gs to meet the demand. To cater to the latest generation of vessels and to

e'ploit the steep increase in containeri"ed cargo the port is planning to welcome the future with a &ega Container Terminal, capable of handling @ &illion T*Gs e'pected to be operational from :65>. The Chennai port is one among the ma(or ports having Terminal /hunting Hard and running their own -ailway operations inside the harbour on the *ast Coast. The port is having railway lines running up to =; kms and handles :@E of the total volume of the cargo, C>=6 rakes 1:>?C5: wagons2 during :66?-56. The port with three Docks, :C berths and draft ranging from 5:m to 5=.@m has become a hub port for Containers, Cars and Pro(ect Cargo in the *ast Coast. The port has handled an all time high of =5.6= &illion tonnes of cargo registering an increase of =.:E over previous year. +n increase of 56.5CE in handling of cars from :A>?5A Gnits in the year :66?-56 when compared with :C;=?A Gnits in the year :66;-6? and an increase of =.>?E in handling of containers from 55C>>A> T*Gs in the year :66;-6? to 5:5=C>; T*Gs in the year :66?-56. The long term plan for Chennai Port envisages that the Port will mainly handle CC<s i.e. Containers, Cars, Cruise and Clean Cargo. +./".* !- L" .+% '+. Critical revie; of literature on ;or:force 9iversity research 8a8er by !ngori 0enry an9 %golla 54 .vans4 "t reveals thatA The Concept of diversity management gained attention with globali"ation and the need for more organi"ations to spread globally to reach customers across the world. There is an increasing need to understand more about )ork force diversity, which is deeper than what we see at the surface level. This can give managers an understanding as to what can go wrong in a diverse team. "n the boo: -un9amentals of 0uman +esource 2anagement 8ublishe9 by 5ohn *iley 7 &ons ;ritten by (evi9 %4 (eCen?o &te8hen P4 +obbins eB8lores that, 0rgani"ations took a $melting-pot% approach to personnel diversity, assuming that people who were different would somehow automatically want to assimilate, but today<s managers have found that employees do not set aside their cultural values and lifestyle preferences when they come to work. The challenge, therefore, is to make organi"ations more accommodating to diverse groups of people by addressing different lifestyles, family needs, and work styles, the melting pot assumption is being replaced by recognition and celebration of differences, interestingly, those who do celebrated differences are finding their organi"ation<s profits higher.
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)orkforce diversity re uires employers to be more sensitive to the differences that each group brings to the work setting. .or instance, employers may have to shift their philosophy from treating everyone alike to recogni"ing individual differences and responding to those differences in ways that will ensure employee retention and greater productivity. They must recogni"e and deal with the different values, needs, interests, and e'pectations, of employees, they must avoid any practice or action that can be interpreted as being se'ist, racist, or offensive to any particular group and of course must not illegally discriminate against any employee. *mployers also must find ways to assist employees in managing work3life issues. & % "& "C%L %N%L)&"& Chi-s@uare- "# C4N!4(P.+&!N%L (. %"L&) 7 C4N!4 >(P%+ -2)#- 1.N(.+ !- *!+,.+& P+!'( ! *!+, -!+ 0. !+1%N"D% "!N

Details Hes 9o Total

&ale C@ 5@ =6

.emale C@ @ @6

Total ?6 :6 556

& .P "# 00# There is no significant difference between gender and work life balance. 01# There is a significant difference between gender and work life balance. & .P ""# Fevel of significance I 6.6@ 1@E2 Degree of freedom I 1r-52 1c-52
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I 1:-52 1:-52 J Chi-s@uare table#! C@ C@ 5@ @ . C?.56 C6.?6 56.?6 ?.56 (!-.) -C.56 C.56 C.56 -C.56 (!-.)E 5=.;5 5=.;5 5=.;5 5=.;5 Total (!-.)E F . 6.>C: 6.C55 5.@C 5.;CA C.5C I5

"N .+P+. % "!N#The table value at @E level of significance and 5 degrees of freedom I >.;C5 Therefore calculated value is greater than the table value so ,5 is accepted. /ince, ,5 1null hypothesis2 is accepted. C!NCL'&"!N# Thus, it is concluded that there is a significant difference between genders of workers proud to work for the organi"ation. -"N("N1& #t is observed that @?.5E respondents are male and C6.?E are female respondents @A.:AE of respondents are age around >6 to C6 years, ::.A>E of respondents are C6-@6 years, 5C.@@E respondents are above @6 years of age and @.C@@E respondents are :6->6 years of age. ;:E of the respondents said yes that they are proud to work for the organi"ation

 >CE of the respondents were strongly agree that the )ork .orce Diversity will helps to achieve the organi"ational goals.@@E of the respondents were agree that the )ork .orce Diversity will helps to achieve the organi"ational goals. >>E of the respondents were strongly agree that the ).D will reduce the Discrimination level and followed by C?E of the respondents were agree the ).D will reduce the Discrimination level. C= E of the respondents were strongly agree that the (ob has given to the right person and followed by >AE of the respondents were agree and 5:E of the respondents were neutral and @E of the respondents were disagree that the (ob has given to the right person.

+esearch &uggestions The motivation is essential for the employees to work more. /o the organi"ational leader has to take necessary steps to motivate them. Training is essential for the managers to utili"e the )ork .orce Diversity in proper manner. 0rgani"ation should take necessary steps to improve the employees to be committed at the work place . The organi"ation should give chances to the workers to proposed their ideas C!NCL'&"!N The )ork .orce Diversity and its related issues are the very important parameter in each and every organi"ation in the present 4usiness scenario. The organi"ation can<t be successful without the )ork .orce Diversity 1).D2. The management has to evaluate the benefits of the ).D in their organi"ation. #n today<s fast paced work environment a successful organi"ation is one where diversity is the norm and not the e'ception 1Fawrence :6652 so the )ork .orce Diversity is essential for better productivity. #t is very essential for the harmonious industrial relations.

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B"BL"!1+%P0) B!!,& .undamentals of ,uman -esource &anagement, David +. DeCen"o /temphen P. -obbins. &anaging Diversity--The Courage to Fead by *lsie H. Cross. #ndividual Diversity and Psychology in 0rgani"ations by &arilyn D. Davidson, /andra F. .ielden. Fawrence p. 1:6652, Diversity in action news.

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Hears of service: &onthly income &arital status : : Part 2

5. The employees are committed to the organi"ation since they e'perience high level of (ob satisfaction: 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree :. whether the work force diversity improves the organi"ational effectiveness 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree >. +re you proud to work for this organi"ation in which ).D as been implementedK 1a2.Hes 1b2.9o C. The ).D will helps to achieve the organi"ational goals 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree
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@. The ).D will reduce the discrimination level 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree =. The work e'perience makes the employee, to be committed to the organi"ation: 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree A. The employee feels committed because of the (ob has been given to the right person: 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree ;. The employee en(oys the work in this organi"ation because of the work .orce Diversity: 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree ?. Chennai Port Trust has a work environment that is free from discrimination 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree 56. Chennai Port Trust has a work environment with no barriers for ).D 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree 55. ).D increases the better decision making 7 higher creativity 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree 5:. 0rgani"ation with diverse )ork .orce can Provide /uperior services 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree 5>. The good relationship between employees may be the reason for commitment of the people in this 0rgani"ation: 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree 5C. The &anagement supports the )ork .orce Diversity 1a2./trongly +gree 1b2.+gree 1c29eutral 1d2Disagree 1e2/trongly Disagree
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5@. +ny other suggestion, you want to offer for effective )ork .orce Diversity in this organi"ation

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